Being able to realise the full benefits from a portfolio of programmes is critical to organisational success, particularly in the current economic climate.
Software development, project management, and risk management all have maturity models that set criteria to allow organisations to measure the level of institutionalisation of good practices.
Business analysts, project managers, executive sponsors, all identify that something needs to be communicated, but lack the skills, knowledge and experience of a communication specialist to be able to turn those requirements into impactful, meaningful communications that deliver the required results.
When it comes to good leadership we all have our own favourites and benchmarks.
I just walked out of an Agile presentation.
Note: The original Gantt chart developed by Henry Gantt in 1910 was not the same as the one we use today; it actually showed resources against time (but that’s a topic for another blog post).
I have been thinking about managing projects and programmes by clichs and particularly the ups and downs.
During the heady days of the 1980s the pioneering work of the leaders of an emerging project management profession positioned risk management as a central, if not the central, activity.
Causing confusion over customersThere is much written about the importance of stakeholder engagement and management, and in most cases it is right failure to engage with just one key stakeholder can undermine even the most well-defined and organised programme.
Reading about change communication frustrates me.